Mercedes 2012 Annual Report Download - page 161

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Securing young talent. Daimler adopts a holistic approach
when it comes to recruiting and promoting talented young
people. For example, our Genius initiative provides children
and teenagers with valuable insights into the technologies
of the futu re and career opportunities in the automotive industry.
wgenius-community.com. School leavers can apply to par-
ticipate in a technical or commercial training program at one
of our locations, or to study at the Cooperative State Univers ity.
They can also apply directly to our company for an entry-level
position via our CAReer program.
In 2012, CAReer once again enabled approximately 400 college
graduates from around the world to begin a career. The pro-
gram focuses on graduates in technical and commercial fields
with above-average grades and initial practical experience.
The proportion of women in CAReer is currently around 33% and
our trainees come from approximately 30 different nations.
Within the framework of our “Training Abroad” strategic
initiative, we are supporting the establishment and sustainable
expansion of Daimler training centers around the world, with
a focus on the BRIC countries. We intend to strengthen our
production and sales activities, especially in growth markets,
by securing highly skilled employees as needed.
We had 8,267 trainees worldwide at the end of 2012 (2011: 8,499).
A total of 2,109 young people began traineeships at Daimler
in Germany last year (2011: 2,067). The number of people we
train and subsequently hire is based solely on our company’s
needs and its future development. In 2012, 91% of the apprentices
and trainees in Germany were hired after completing their
programs (2011: 91%).
Promoting talent and retaining expertise within the
company. The Daimler Academic Programs are an important
instrument when it comes to lifelong learning and promoting
a holistic and forward-looking approach to human resources
development. The programs offer employees with or without
a college education the opportunity to obtain academic
degrees and certificates through a full-time or part-time course
of study. This ensures that talented employees and the
company as a whole will be prepared for the challenges
of the future.
Workforce development. As of December 31, 2012, Daimler
AG employed 275,087 men and women worldwide, which
represents an increase of 3,717 compared with the end of 2011.
This increase in workforce numbers enabled us to expand
our production capacities in line with the higher demand for
our products.

5.01
The number of people employed in Germany at the end of
2012 was 166,363 (2011: 167,684). We also employed 21,720
people in the United States (2011: 20,702), 14,610 in Brazil
(2011: 14,533) and 11,286 in Japan (2011: 11,479). Our consoli-
dated subsidiaries in China had 2,730 employees at the end
of last year (2011: 2,121). You can find further information about
the development of our workforce in the individual divisions in
the Management Report of this Annual Report. E see page 101
Employee qualifications. “An investment in knowledge
always pays the best interest.” This motto of Benjamin Franklin
serves as a guiding principle for the further development
of our employees and the enhancement of their skills and
qualifications. We therefore provide our staff with training
and continuing education opportunities throughout their
entire careers. Our range of qualification measures includes
practical training courses, seminars, workshops, specialist
conferences and instruction with digital media. In Germany
alone, we spent €112 million on the training and qualification
of our employees in 2012 (2011: €101 million). On average,
every employee spent 4.0 days on qualification measures in
2012 (2011: 3.8 days).
Human Resources
A motivated and committed workforce is a precondition for sustained business success.
Our extensive range of training and continuing education programs supports the personal
development of our employees and improves their qualifications and on-the-job performance.
The use of flexible work models is becoming more and more important in today’s environment
of increasingly volatile markets. Daimler employs such models in order to meet the company’s
business requirements – and also to help employees balance their professional and private lives.
5.01
Human resources
2012 2011 12/11
Employees (December 31) % change
Daimler Group 275,087 271,370 +1
Mercedes-Benz Cars 98,020 99,091 -1
Daimler Trucks 80,519 77,295 +4
Mercedes-Benz Vans 14,916 14,889 +0
Daimler Buses 16,901 17,495 -3
Sales & Marketing Organization 50,683 49,699 +2
Daimler Financial Services 7,779 7,065 +10
Other 6,269 5,836 +7